This week Nokia’s CEO Stephen Elop sent a sobering email to his employees about the state of Nokia’s business. The memo (http://blogs.wsj.com/tech-europe/2011/02/09/full-text-nokia-ceo-stephen-elops-burning-platform-memo/) has been widely published and quoted and is now renowned as the “Burning Platform” memo. In his opening, he shares the story of a man working on an oil platform in the North Sea who woke up to find his platform on fire. With seconds to react to save himself, he jumped 30 meters into freezing waters. Although in ordinary times no one would do such a crazy thing as jump into icy waters, however he was living in an inordinate time where his platform was on fire. Elop stated, “We too are standing on a ‘burning platform’, and must decide how we are going to change our behaviour.”
In reviewing the memo, yes it is a wake up call. Most employees don’t get in their inbox a big ol bell ringing loudly that says “we are on a burning platform, jump or die!” I’m all for honesty to employees. In fact we are in sore need of more of it. Honest dialogue would in itself be a wake up call. However positioning is key. You can say anything to anyone as long as you say it in a way people can hear it. At a time when the ship is sinking, people want reality, however they also want a dose of inspiration – not hype, inspiration. They want vision and leadership – someone who can show them that although we may be down, it’s going to take a lot to turn us around and I am asking for your support to do so.
Only the last few sentences of the memo asks employees to help change the sad state of affairs of Nokia. “The burning platform, upon which the man found himself, caused the man to shift his behaviour, and take a bold and brave step into an uncertain future. He was able to tell his story. Now, we have a great opportunity to do the same.”
Elop is on the right track – honesty is wonderful and enlightening, however if you are going to pour cold water on the troops, it’s great if you also give them a towel to dry off and inspire them to what’s next. Leadership skills include the frank words you say, and even more importantly, also includes building people’s confidence to provide a motivational environment so they seize hold of the opportunity in front of them and fly.
Friday, February 11, 2011
Wednesday, February 9, 2011
Bold Leadership - As Easy As Re-Engineering A Company
Risk and bold choices are what distinguishes a stellar leader from just a person in the crowd. The retailer Gap recently decided to shift management with the objective of reviving a renowned brand with lackluster sales. Perhaps an indication that Gap was in sore need of new management was the attempt to revitalize the logo with a "fresh" new look and appeal and then yanked the logo off of the market one week later. Kind of a now you see it and now you don't move.
Also what contributed to the switch in leadership were sobering statistics. According to Business Week, “It’s been six years since Gap North America has posted an annual increase in sales at stores open at least a year, a prime measure of a retailer's health. During December, the height of the holiday selling season, Gap North America same-store sales dropped 8 percent. That's in sharp contrast to the average 3.2 percent gain at all U.S. retailers. Sales at the U.S. unit are down almost a third from where they were in 2004.”
When putting new management in place, Gap took a different approach by putting unlikely candidates into the job. This is either a genius move or an egregious error which would clearly be more severe than pulling a logo.
Gap’s Chief Executive Officer Glenn K. Murphy appointed Art Peck to become the company’s new president. A recent Business Week article revealed how Peck, began his first blog post, “Who am I?...If you Google (GOOG) me, you won't find much…That’s right. I’m not a merchant." Gap hired a business guy. Peck has an MBA from Harvard, spent many years at the Boston Consulting Group and has been at the Gap since 2005 helping craft international strategy.
In addition to Peck’s unorthodox appointment on February 2, Murphy appointed Seth Farbman as a new head of marketing. Farbman was the worldwide managing director at advertising agency Ogilvy & Mather. Pam Wallack , another improbable executive candidate and virtually unknown within Gap, was promoted to run the new Global Creative Center. For first time the design, production, and marketing teams for the brand will be under one umbrella. Wallack was the creative director for Gap's kids and adult clothing at its San Francisco headquarters and is moving to New York to take on this post.
Peck says his first priority is "to understand what's keeping us from being more consistent. We have to put clothes in our stores that our customers emotionally connect to. That's … a statement of the profoundly obvious. If we don't do that, nothing else matters."
Yes, his words were obvious and refreshingly honest. Gap does not have time to waste considering the economy, competition and fickle consumer loyalty. Only time will tell how the executive suite shake up will have impact on bottom line sales. However Gap is taking a page from Rich Ross, Chairman of The Walt Disney Studios who also chose unorthodox moves to revitalize a slacking studio with a big brand.
When executives make bold moves and take large-scale risks, they demonstrate to employees to do the same. How many of you would line up to work for an organization that fosters attributes such as creativity, innovation and broad thinking? The Gap is accepting applications…
Also what contributed to the switch in leadership were sobering statistics. According to Business Week, “It’s been six years since Gap North America has posted an annual increase in sales at stores open at least a year, a prime measure of a retailer's health. During December, the height of the holiday selling season, Gap North America same-store sales dropped 8 percent. That's in sharp contrast to the average 3.2 percent gain at all U.S. retailers. Sales at the U.S. unit are down almost a third from where they were in 2004.”
When putting new management in place, Gap took a different approach by putting unlikely candidates into the job. This is either a genius move or an egregious error which would clearly be more severe than pulling a logo.
Gap’s Chief Executive Officer Glenn K. Murphy appointed Art Peck to become the company’s new president. A recent Business Week article revealed how Peck, began his first blog post, “Who am I?...If you Google (GOOG) me, you won't find much…That’s right. I’m not a merchant." Gap hired a business guy. Peck has an MBA from Harvard, spent many years at the Boston Consulting Group and has been at the Gap since 2005 helping craft international strategy.
In addition to Peck’s unorthodox appointment on February 2, Murphy appointed Seth Farbman as a new head of marketing. Farbman was the worldwide managing director at advertising agency Ogilvy & Mather. Pam Wallack , another improbable executive candidate and virtually unknown within Gap, was promoted to run the new Global Creative Center. For first time the design, production, and marketing teams for the brand will be under one umbrella. Wallack was the creative director for Gap's kids and adult clothing at its San Francisco headquarters and is moving to New York to take on this post.
Peck says his first priority is "to understand what's keeping us from being more consistent. We have to put clothes in our stores that our customers emotionally connect to. That's … a statement of the profoundly obvious. If we don't do that, nothing else matters."
Yes, his words were obvious and refreshingly honest. Gap does not have time to waste considering the economy, competition and fickle consumer loyalty. Only time will tell how the executive suite shake up will have impact on bottom line sales. However Gap is taking a page from Rich Ross, Chairman of The Walt Disney Studios who also chose unorthodox moves to revitalize a slacking studio with a big brand.
When executives make bold moves and take large-scale risks, they demonstrate to employees to do the same. How many of you would line up to work for an organization that fosters attributes such as creativity, innovation and broad thinking? The Gap is accepting applications…
Wednesday, February 2, 2011
Negotiating Your Yes
Cheryl Richardson, a renowned life coach, inspired the topic for this post. Recently, on her website, Cheryl wrote, "I quickly made a list of ten things to say yes to, ten things to say no to, and then things that contribute to a great life, overall" (http://www.cherylrichardson.com/newsletters/week-41-spontaneous-wisdom-101010-lists-that-make-life-better/). Her top ten list of tips to help you have a great life got me thinking...
It’s human nature to say ‘yes’ when you mean ‘no’ especially when saying ‘no’ would require a tough conversation. Unfortunately, conceding to unfavorable requests can create problems, putting you in a situation that requires you do something that you don’t want to do and, ultimately, is not good for you.
We rarely take time to create a list of our important workplace ‘no’s’ and ‘yes’s’. So, how do we know how to respond to others’ requests? ‘No’s’ should be given to those situations or circumstances that are not supportive for you or smart to do. The critical ‘yes’ should be reserved for situations that help to engender a positive working environment, create more value for your company and clients, bring increased profitability and productivity or simply give you more energy.
My experience in partnering with the best leaders within international media and entertainment organizations has led me to develop my own top twelve list of the best practices of when to say ‘yes’ and when to run for the hills:
Twelve things to say YES to:
1. Giving greater value to your organization
2. Getting to know what’s most important to your colleagues
3. Asking questions for understanding
4. Mentoring others
5. Connecting people
6. Building relationships instead of networks
7. Creating opportunities to learn
8. Knowing your audience before you communicate
9. Building and leveraging your brand
10. Taking breaks in the day
11. Developing your boss
12. Stepping up to opportunities that stretch you
Twelve things to say NO to:
1. Neglecting yourself and your people
2. Running on emergencies (yours and others)
3. Implementing change without a twelve-month communication strategy to generate employee buy in
4. Pushing yourself when you are exhausted
5. Launching into a tough conversation without preparation
6. Delaying swift action with a non-performer
7. Holding a meeting without preparation
8. Blaming and resenting others
9. Creating goals without an understanding of how they fit into the broader organizational actions, plans and priorities
10. Harboring negative thoughts
11. Refusing to ask for feedback
12. Delaying implementing a development plan that betters YOU
Create your own top ten lists and begin putting your words and intentions into action. These steps will give you more power to showcase your leadership and set you up for success!
It’s human nature to say ‘yes’ when you mean ‘no’ especially when saying ‘no’ would require a tough conversation. Unfortunately, conceding to unfavorable requests can create problems, putting you in a situation that requires you do something that you don’t want to do and, ultimately, is not good for you.
We rarely take time to create a list of our important workplace ‘no’s’ and ‘yes’s’. So, how do we know how to respond to others’ requests? ‘No’s’ should be given to those situations or circumstances that are not supportive for you or smart to do. The critical ‘yes’ should be reserved for situations that help to engender a positive working environment, create more value for your company and clients, bring increased profitability and productivity or simply give you more energy.
My experience in partnering with the best leaders within international media and entertainment organizations has led me to develop my own top twelve list of the best practices of when to say ‘yes’ and when to run for the hills:
Twelve things to say YES to:
1. Giving greater value to your organization
2. Getting to know what’s most important to your colleagues
3. Asking questions for understanding
4. Mentoring others
5. Connecting people
6. Building relationships instead of networks
7. Creating opportunities to learn
8. Knowing your audience before you communicate
9. Building and leveraging your brand
10. Taking breaks in the day
11. Developing your boss
12. Stepping up to opportunities that stretch you
Twelve things to say NO to:
1. Neglecting yourself and your people
2. Running on emergencies (yours and others)
3. Implementing change without a twelve-month communication strategy to generate employee buy in
4. Pushing yourself when you are exhausted
5. Launching into a tough conversation without preparation
6. Delaying swift action with a non-performer
7. Holding a meeting without preparation
8. Blaming and resenting others
9. Creating goals without an understanding of how they fit into the broader organizational actions, plans and priorities
10. Harboring negative thoughts
11. Refusing to ask for feedback
12. Delaying implementing a development plan that betters YOU
Create your own top ten lists and begin putting your words and intentions into action. These steps will give you more power to showcase your leadership and set you up for success!
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